Research reveals that organisations in general are keen to provide their staff with the support needed to boost their competency in BIM and subsequently leverage the effectiveness of its implementation. However, employers need a decision-making tool to make better informed investments in specific work-based education and training that addresses the immediate upskilling needs of their employees. Therefore, the aim of this research project is to investigate the significance of Work-Based Education and Training (WBET) needs through the development of an Organisational Upskilling Model (OUM). A comprehensive literature review retrieved 25 hypotheses that were tested for significance from a questionnaire survey completed by 73 AEC professionals working for a large-scale UK engineering consultancy. Based on the current expert sample, the study revealed a holistic inter-organisational agreement that technology training is in high demand. Whereas, the organisational body of knowledge needs only to be better publicised, as employees were unaware of its immediate availability. OUM proved that the most influential variables to BIM Uptake were Attitude (R2 = 0.569 & Q2 = 0.395), User Competency (R2 = 0.523 & Q2 = 0.369), and Organisational Support (R2 = 0.400 & Q2 = 0.233). Informed by their in-house culture, OUM enabled the sponsoring engineering consultant to predict immediate WBET upskilling needs and plan for the required capital investment. However, ‘OUM’ may be applied by any BIM-adopting organisation seeking WBET informed decision-making assistance for better upskilling, continuous improvement, organisational learning, and ultimately business growth.
The Ordsall Chord rail link project in Manchester, UK was designed using building information modelling. Federated three-dimensional models produced by all design disciplines were held in a common data environment, with modelling developed down to the level of individual reinforcement bars. Early involvement of both the main contractor and its steel fabrication subcontractor allowed conventional roles and processes to be challenged. The design models and drawings were produced on the designer's behalf by the steelwork subcontractor, although these models and drawings were still owned by the structural designer. In some cases, drawings were dispensed with entirely, and key structures were built directly from the digital model, prepared in collaboration between fabricator and designer, and taking advantage of the fabricator's highly automated working method. This paper explains the contractual arrangements and collaborative behaviours that allowed conventional roles to be challenged, and discusses the efficiencies that resulted.
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